Enterprise Executive Scrum of Scrums Product Owner · entire organization or any organizational...
Transcript of Enterprise Executive Scrum of Scrums Product Owner · entire organization or any organizational...
Scrum@
Scale
The Enterprise Product Owner is responsible for
maximizing the value generated by the entire
enterprise. They are the sole person responsible
for managing the Enterprise Backlog ensuring:
• The Strategic Vision is understood by all
• A Strategic Plan is created that reflects the
vision
• The Enterprise Backlog is ordered, visible,
transparent and clear to all
• All Enterprise Backlog Items are clearly
expressed
• The teams within the enterprise understand
the Enterprise Backlog Items that affect them.
Enterprise Product Owner
Executive MetaScrum Team
Part of:EnterpriseScrum of Scrums
Scrum@
Scale
An enterprise made up of a set of teams that
have a need to coordinate to maximize the value
delivered to their customers. This could be the
entire organization or any organizational unit
within the organization that is to be run as an
agile business.
Enterprise Scrum of Scrums are:
• Self organizing
• Cross-functional
• Flexible
• Creative
• Productive
and operate as a Scrum Team under the
guidance of an Enterprise Product Owner and an
Enterprise Scrum Master.
Enterprise Scrum of Scrums
TeamApplies to:
Scrum@
Scale
A group of executives and Chief Product
Owners who set the direction for an
enterprise. It:
• Establishes the Strategic Vision and
accompanying Strategic Plan
• Generates a single prioritized backlog
• Eliminates dependencies and overlap
between the teams
• Aligns all teams and stakeholders around
common goals.
The Executive MetaScrum Team is led by
an Enterprise Product Owner who is
responsible for establishing the Enterprise
Backlog.
Executive
MetaScrum Team
TeamApplies to:
Scrum@
Scale
Part of:EnterpriseScrum of Scrums
The Enterprise Scrum Master is responsible for
ensuring that agility is understood and enacted
at all levels of the organization.
Amongst other things they help:
• The executive to be agile
• Facilitate Scrum@Scale events
• Remove impediments
• The Enterprise Product Owner to effectively
manage the Enterprise Backlog
• The Scrum of Scrums & Scrum teams that
make up the organization collaborate to
maximize the value delivered.
They are the key enabler of organizational
agility, promoting agility and Scrum at all levels
of the organization.
EnterpriseScrum Master
Scrum@
Scale
TeamApplies to:
The leadership team for an agile
enterprise. It:
• owns the agile ecosystem
• implements the Scrum Values
• makes sure that Scrum, and
Scrum@Scale, roles are created and
supported
• quickly removes organizational
impediments.
It is itself a Scrum Team operating under
the guidance of the organization’s
Enterprise Product Owner and Enterprise
Scrum Master.
Executive
Action Team
Scrum@
Scale
A time-box of three months or less
containing 2 or more Sprints usually used
to support rolling budgeting and the
achievement of enterprise-wide goals. It
is a shared time-box that aligns and
synchronizes everyone in an enterprise. A
new Sprint of Sprints starts immediately
after the conclusion of the previous one.
Sprint of Sprints
Scheduled
Goals Set and Alignment Achieved
Reviewed
WorkRelates to:
Scrum@
Scale
Common Sprint
A time-box of one month or less during
which all teams produce a “Done”, useable
and potentially shippable Increment. This
is a common time-box that synchronizes
all the teams in an enterprise facilitating
transparency, alignment and faster
changes of direction.
Scheduled
Goals Established
Reviewed
WorkRelates to:
Scrum@
Scale
Plan and replan the work for the next
24 hours or so; to resolve emergent
dependencies and issues, to optimize
team collaboration, and to get things
to Done. Normally held daily after the
teams’ Daily Scrum, this is 15-minute
time-boxed event for the Enterprise
Scrum-of-Scrums.
Enterprise Scaled
Daily Scrum
2
Management
Coordinate Activity
3
Work: Under Control
Leadership
Scrum@
Scale
An informal event, held periodically, to
inspect the Enterprise’s results and adapt
the Enterprise Backlog. A time-boxed event
of no more than 4 hours for a one-month
timebox (shorter for shorter timeboxes).
Enterprise Sprint Review
3
Leadership
Track Progress
3
S’holder Rep
… and all other
competencies.
Enterprise Backlog Increment
Enterprise Backlog: Items Ordered
Enterprise Backlog Items: Identified
Metrics: Results Available
Common Sprint: Reviewed
Scrum@
Scale
An opportunity for the Enterprise Scrum
of Scrums to inspect itself and create a
plan for Improvements to be enacted
across the teams. A periodic, regularly
repeated, time-boxed event of no more
than 3 hours for a one-month period
(shorter for shorter periods).
Enterprise
Retrospective
2
Management
Support the Team
3
Leadership
Improvement: Identified or Beyond
… and all other
competencies.
Way of Working
Scrum@
Scale
The on-going process of adding detail,
estimates and order to the items in the
Organizational Transformation Backlog,
and transforming opportunities and
impediments into actionable
improvements or experiments.
An Enterprise Scrum of Scrums activity led
by the Enterprise Scrum Master.
Transformation
Backlog Refinement
2
Management
Support the Team
3
Leadership
… and all other
competencies.
Way of Working
Improvement: ReadyOrganizational Transformation Backlog: Items Ordered
Scrum@
Scale
MetaScrum
A stakeholder alignment event where the
Enterprise Product Owner shares the Enterprise
Backlog with the business owners who control
funding, personnel and customer commitments
so they can express their preferences and,
sometimes, urgent demands.
An Executive MetaScrum Team activity, led by
the Enterprise Product Owner, held at least once
a Sprint.
Enterprise Backlog: Items Ordered
Requirements
2
Leadership
Understand Requirements
3 … and all other
competencies.S’holder Rep
Scrum@
Scale
Enterprise Backlog Refinement
The on-going process of adding detail,
estimates, and order to the items in the
Enterprise Backlog, and decomposing complex
items so they can be pulled by the individual
teams. An Executive Meta Scrum Team activity
led by the Enterprise Product Owner and held at
least once a Sprint.
Enterprise Backlog: Items Ordered
Enterprise Backlog Items: Ready
Requirements
2
Leadership
Understand Requirements
3 … and all other
competencies.
Scrum@
Scale
Periodically plan the work to be performed
by an Enterprise Scrum of Scrums using a
higher-level planning horizon than a single
Sprint (usually 3 to 6 months). A time-boxed
event of no more than 8 hours for a three-
month period (longer for longer periods).
Strategic Planning
2
Management
Coordinate Activity
3
Leadership
… and all other
competencies.
Enterprise Backlog: Items Ordered
Metrics: Results Available
Common Sprints: Scheduled
Strategic Plan: Key Events Identified or beyond.
Work: Prepared or beyond
Scrum@
Scale
Strategic
Envisioning
The on-going process of aligning an
enterprise along a shared path forward
whilst responding to rapidly changing
market conditions.
An Executive MetaScrum Team activity led
by the Enterprise Product Owner.
Strategic Vision: Strategy Set
Explore Possibilities
3
S’holder Rep
… and all other
competencies.
Opportunity
Opportunity
3
Analysis
Scrum@
Scale
A shared backlog that feeds an enterprise,
creates clear priorities across the teams,
and avoids the duplication of work.
The items in the Enterprise Backlog are
known as Enterprise Backlog Items. They
are typically large in size and broad in
scope affecting many, if not all, the teams
in the enterprise.
Describes:
Enterprise Backlog
Requirements
Items Ordered
Scrum@
Scale
Enterprise
Backlog Item
An item of significant value to the
enterprise that will typically involve
many teams, cross many products and
take many sprints (for example a new
initiative, business capability, product
line or service).
Identified
Ready
Done
Relates to: Requirements
Scrum@
Scale
A visualization of any business-significant
events, dependencies, and collaborations
that will impact the organization during the
Sprint (or Sprint of Sprints) particularly
those that cut across the entire
organization. It provides a way to manage
the flow of work within an enterprise and
should be frequently reviewed and updated
(at least weekly if not daily).
Dependency Board
Describes: Work
Key Events Identified
Other Detail Captured
Key Dependencies Captured
Scrum@
Scale
An action to be taken to improve an
enterprise’s way of working (for
example a change initiative, an
improvement to be made, an
experiment to be conducted, or an
impediment to be removed).
Improvement
Way of WorkingRelates to:
Identified
Ready
Done
Scrum@
Scale
Enterprise Sprint
Goal
An objective set for an Enterprise that can
be met through the implementation of
the Enterprise Backlog. It provides
guidance on what the enterprise is trying
to achieve next, focuses the work of the
Executive Meta Scrum Team and helps the
teams to align and collaborate.
An Enterprise Sprint Goal may take more
than one Sprint to achieve.
Objective Clear
Common Sprint orDescribes:
Sprint of Sprints
Scrum@
Scale
Organizational
Transformation Backlog
An ordered list of everything that is to be
done to improve the way of working,
including the removal of everything known
to be hindering or blocking the work of the
Enterprise. The single source for any
changes to be made to the agile eco-system,
the Organizational Transformation Backlog
relentlessly drives improvement. It is made
up of Improvements that address
opportunities, drive change, conduct
experiments or remove impediments.
Describes: Way of Working
Items Ordered
Scrum@
Scale
A plan that sets the direction for an
Enterprise Scrum of Scrums; identifying key
events, predicting changes in budgets, and
forecasting product launches and
availability.
Created by the Executive MetaScrum Team
with the help of the Executive Action Team
and the other key members of the
Enterprise Scrum of Scrums.
Strategic Plan
Describes: Work
Key Events Identified
Delivery Forecast
Scrum@
Scale
Strategic Vision
Clearly align an entire enterprise along a
shared path forward; compellingly
articulating why the organization exists,
what it will produce and how it will
respond to rapidly changing market
conditions.
Describes: Opportunity
Strategy Set
Value Forecast
Need Identified
Scrum@
Scale
A minimally uniform “Definition of
Done” that applies to all teams in the
Enterprise.
Complements, and aligns, the more
specific “Definitions of Done”
defined for the Product Increments
being produced.
Way of WorkingDescribes:
Shared Definition
of Done
Completion Conditions Listed
Quality Criteria and Evidence Described
Scrum@
Scale
A key to transparency, enterprise metrics
provide decision makers with appropriate
context to make good decisions.
As a minimum enterprises should measure:
• Productivity
• Value Delivery
• Quality
• Sustainability
Enterprise Metrics
Measures Agreed
Results Available
Trends Analyzed
Way of WorkingDescribes: